What happened in Space Life Sciences and how did we respond to it?

Jeffrey R. Davis, MD Strategic Development and Open Innovation in Space Life Sciences The mission of NASA Space Life Sciences is to optimize human health and productivity for space exploration. We aim to develop a complete human system for spaceflight.

Jeffrey R. Davis, MD 3 Vision for Space Exploration > new goals Approach driven by reduced/scarce resources (after 2005 R&D budget reduction) Visioning exercise > future scenario to seek alliances to complete our life sciences capabilities Rapid external pace of change requires collaboration to facilitate innovation Background to Change

Jeffrey R. Davis, MD Strategic Goals SLSD identified four key goals in the strategic plan: –The definition and management of the SLSD portfolio –To drive advances in health innovations –To drive advances in human system technologies –To ensure multidisciplinary life sciences training, a legacy of life science expertise, and an infusion of space life science into all aspects of spaceflight

Jeffrey R. Davis, MD Challenges for the Future SLSD identified seven challenges to accomplishing the goals: –How to identify external technologies/innovation more quickly and effectively –How to encourage internal collaboration and inter-disciplinary innovation –How to overcome the norm of single-discipline ownership of risks and stove-piping of solutions –How to incentivize organizational boundary crossing –How to partner externally in a cost-contained environment –How to demonstrate value to our customers (flight programs and space flight crews) –How to create a definitive repository of knowledge that captures the current state of evidence

Jeffrey R. Davis, MD Strategies for Change Leadership chose to pursue strategic alliances that could –Build the directorate’s technical skill base –Meet our deliverables Communication > biggest opportunity for change The six key strategies for change identified included: –Adopting an integrated human system risk management approach –Developing and maintaining core capabilities and core competencies –Establishing strategic relationships –Developing and implementing an improved business model –Improving our customer focus –Enhancing internal and external communication

Jeffrey R. Davis, MD 7 Purpose > medical operations + biomedical research + habitability/environmental factors = human system Parallel focus on strategy of risk management to integrate and improve current services Strategy Execution

Jeffrey R. Davis, MD Health and Medical Technical Authority Established in spring 2006 at JSC to provide technical expertise and oversight to –2 flight programs (SSP and ISS) –1 development program (CxP) –1 research and development program (HRP) Life sciences = engineering, safety and mission assurance

Jeffrey R. Davis, MD Spaceflight Human Systems Standards Developed by JSC at OCHMO direction Owned at the agency level > strengthened life sciences by having agency level technical standards, policy and oversight –Volume 1 (Crew Health) –Volume 2 (Habitability and Environmental Health) –Volume 3: Crew Medical Standards (certification and re-certification of astronauts)

Jeffrey R. Davis, MD Risk Management IOM > evidence-based Risk Management approach with a Risk Management Analysis Tool (RMAT) SLSD developed 90 key human system risks across three primary human spaceflight threats: –remote deployment (medical care, behavioral health & performance) –closed/hostile environment (air/water/radiation, etc.) –hyper/hypo gravity (physiological changes to human body)

Jeffrey R. Davis, MD Benchmarking “Our job is to find the best solution, not do all of the work ourselves” JSC Center Director required all directors to benchmark against at least two organizations with best practices in the director’s technical portfolio SLSD partnered with Advanced Planning Office Benchmarked with ~20 external academic, industrial, and government organizations –All are skilled at forming/maintaining alliances –All identified collaboration as means to facilitate innovation and remain competitive

Jeffrey R. Davis, MD 12 Harvard Business School (HBS) approach Managing Innovation architectural innovation (incremental/CPI innovation of large organizations) disruptive innovation (more characteristic of smaller, startup organizations)

The Human System Organization Evolution of Change SLSD Human System Risk Board (HSRB) Development Teams Disruptive Innovation (New Org, Part of Org?) - Flexible - Fast -“Out of the Box” - High Risk - Fail Forward, Fail Fast, Fail Often (Failure is Acceptable) New Org (Structural) - Flat - Integrated - Aligned Incentives - Delivery of best product - Value Proposition - “Failure Not an Option” SEIO Management Tag + Strategic Portfolio Forum TODAY DEMONSTRATION/ LEARNING FUTURE STATE

Jeffrey R. Davis, MD SEIO: Strategy Execution and Implementation Institutionalize the strategic efforts with team support: –Strategic alliances (original strategic portfolio team); –Human system integration (Human System Risk Board) –Innovation (four new teams) –Education (continuation of the original education team) –Communication (new team, major opportunity for change)

Jeffrey R. Davis, MD Human System Risk Board Forum to integrate research + operations Forum to implement risk management approach to the risks Chaired by the JSC CMO with active participation of HRP program manager Integration by mutual agreement and joint decision-making Approach > embodiment of the incremental organizational innovation of products for existing customers Culture = risk-averse “failure is not an option”

Jeffrey R. Davis, MD Innovation Teams Capacity for “disruptive innovation” = quickly develop more radical innovative solutions to existing technical/research/service gaps Culture = “fail forward, fail fast, fail often” 4 cross-disciplinary innovation development teams were formed: Open innovation Venture entrepreneurship/industry engagement Institutional change/barriers Social innovation

Jeffrey R. Davis, MD 17 Develop hybrid organization to manage current work and future innovation successfully Change parent organization’s barriers into the innovative organization’s enablers Portfolio mapping exercise (July 7) with Dr. Gary Pisano to map our resource gaps into open or closed, hierarchical or flat solutions Outcome > rationalized internal and external portfolio, with maximum leverage of external development in the commercial world Next Steps

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